A plan to bring real technology to organizations of every size

1. Introduction

If you're reading this, you probably want to understand what drives me to build PAGOX, why we picked this problem, and what I see in a market that often looks small, complex, and fragmented: I believe there's opportunity in building solutions for problems nobody is addressing the way they should be.

This project rests on a conviction: small and mid-sized organizations shouldn't be left behind as technology moves forward. In fact, I picture a near future where what we build solves a real problem — operational and technical — for thousands of organizations and individuals.

2. Why this problem

Technology is advancing at an exponential pace, but it doesn't reach everyone the same way. Small organizations can access the same apps as anyone else, and that's a long way from technology actually fixing their processes. They can open ChatGPT, use a digital wallet, or spin up a database that talks to nothing else. Meanwhile, they're still tracking customers, accounts, payments, and receipts across spreadsheets, chat threads, paper notebooks, and systems that don't integrate with each other.

Lately we're seeing every kind of promise about AI and agents for SMBs. But the problem usually isn't deploying technology — it's the broken process underneath.

If the data is incomplete, payments can't be matched, and every person works a different way, layering intelligence on top can make it even harder to tell what's going on. Intelligence starts paying off once the process works and the data exists and can be trusted.

The market is thousands of different organizations, with little time to roll out new tools, small teams, and ways of working they've been used to for years. Real impact demands simple products, hands-on support, and a concrete understanding of how they actually operate.

These organizations are anything but marginal. Schools, gyms, neighborhood clubs, training academies, co-ops, local businesses, and independent professionals carry a large share of daily life in cities of every size. They're a backbone of the economy and of the social fabric. That's why I believe improving the relationship between consumers and this kind of organization has real positive impact.

There's also a widening gap in how data gets captured and used. Large companies log every interaction, know their customers better, and measure what works. In most smaller organizations that data exists, but it's scattered across employees, messages, systems, and files — completely fragmented. I believe putting that relationship in order helps them know their customers better, make better decisions, and deliver better service.

So the core idea is to build a product designed around their real workflows. Tools that are quick to understand, simple to roll out, and powerful enough to solve a problem that matters. The complex end of the solution can be built for the organizations that actually need it.

3. Why PAGOX

I decided to start with customer accounts and collections because they're a concrete, daily source of friction — one I've watched get worse over time.

An organization can know exactly what it should be collecting and still have no reliable way to issue the charges, match the payments, update balances, and keep the customer informed. Most of the time it ends up as a phone call, a message, or manual work.

Before you can improve collections, you have to improve the process. That means digitizing customer accounts and building a live record of customers, charges, payments, and history. A payment can't reconcile itself if there's no charge to match it against. And you can't decide well who to remind, when, or through which channel, if the data isn't trustworthy.

PAGOX will connect two products. On the organization's side, software to manage that relationship and keep the data in order. On their customers' side, an app and multiple payment channels to check what they owe, see their due dates, and pay quickly, easily, and securely. When the payment happens inside the infrastructure, the data flows back into the system and updates the relationship on both ends.

That loop also builds a fuller operational history for every account and a better read on how payments behave. We want to turn data that's scattered today into decisions that help the organization, and into information that's genuinely useful for the person paying.

The software has to adapt to very different organizations. A company with thousands of customers may need integrations, configuration, and advanced controls. A gym with two people on staff should be able to create an account, load their members, and start collecting with no technical implementation at all. The smaller the organization, the simpler PAGOX has to feel.

My intent is for most organizations to be able to set it up on their own. Down the road, every organization should also have a dedicated person to walk them through go-live and support them through onboarding.

4. PAGOX as a solution and as a future

My vision is for thousands of organizations that don't have this technology today to adopt it and use it daily. PAGOX has to bring order to the internal process, cut manual work, and visibly improve the relationship with their customers.

But the software is only the start. Every organization that joins also adds services and brings its own customers to PAGOX. Someone might show up to pay a gym membership and later find their school, their internet provider, or their club there too. As more services appear, the app gets more useful — and eventually people themselves start asking their providers to join PAGOX.

That's the kind of growth that turns you into a platform. It wouldn't depend solely on acquiring users one at a time: the organizations themselves help build the network while getting a solution that makes their work better.

I don't yet know every tool that could come out of that relationship. Working close to the organizations and to people, we'll find new problems, patterns, and opportunities. A clean base of accounts, payments, and interactions can open up solutions I can't anticipate today. That's why working closely with organizations matters so much early on.

The plan is to start with recurring-service businesses in Argentina. If we can build something simple, scalable, and valuable, we can move into other verticals, other countries in the region, and eventually other markets. The need to collect, to pay, and to keep a financial relationship in order doesn't belong to one industry or one country.

5. The next eight months

Here's how I think we best take this project from where it is today to real operations at scale in eight months, broken into milestones:

1. Incorporate the company and build the legal, contractual, and operational structure required to process payments and settle funds correctly.
2. Deploy the first version of PAGOX with roughly five internet service providers and reach close to USD 1,000,000 in processed volume.
3. Work closely with those first companies and their customers to understand what works, where friction shows up, and which parts of the product need to get simpler.
4. Use early revenue to fund operations and build a founding team across engineering, data, and customer success. I'll focus on company relationships, moving the project forward, and optimizing workflows.
5. From month six, start testing with smaller organizations — gyms, schools, local businesses, independent professionals — to measure whether they can configure and start using PAGOX on their own.
6. Explore entry opportunities in Uruguay, Chile, and Paraguay, without losing focus on the first deployments in Argentina.
7. With the results from this stage, decide whether to raise capital to accelerate expansion or keep funding growth from operating revenue.

I'm sure it will be a stage with a lot of learning. But I have a conviction and I know how I want to start: solve a concrete problem, make it work at real companies, and improve the solution from there.

If PAGOX gets thousands of organizations of every size and kind working better, it can also improve the experience of the millions of people who deal with them every month — a double positive impact.

I want an organization's size to stop determining the technology it can access or the quality of service it can offer.